E-ISSN 2039-2117 Mediterranean Journal of Social Sciences Vol 4 No 14

ISSN 2039-9340 MCSER Publishing, Rome-Italy November 2013

Drivers of E-Marketing Adoption among Small and Medium Enterprises (SMEs) and
Variations with Age of Business Owners

Nobukhosi Dlodlo
Lecturer, Department of Marketing and Sport Management
Faculty of Management Sciences, Vaal University of Technology
Private Bag X021, Vanderbijlpark, 1900
Email: nobukhosid@vut.ac.za

Professor Manillal Dhurup

Executive Dean, Faculty of Management Sciences
Vaal University of Technology, Private Bag X021, Vanderbijlpark, 1900
Email: royd@vut.ac.za

Doi:10.5901/mjss.2013.v4n14p53

Abstract

In a knowledge society, organisations need to develop competitive advantages through the effective utilization of electronic
marketing in order to succeed in markets. The study complements existing literature and research by examining factors that
assist in the adoption of electronic marketing by SMEs. Primary data was collected using a quantitative research technique
through the use of a structured questionnaire. A random sample of 123 SMEs were drawn randomly within the various
municipal areas in the Vaal Triangle. Principal component analysis with Varimax rotation was employed to identify the factors
pertaining to the drivers of e-marketing adoption among SMEs. A five-dimensional structure, pertinent to the understanding of
SMEs decisions to adopt e-marketing technology was established. Perceived ease of use (PEOU), external pressure, mission,
job performance, resource availability and compatibility were found to be significant drivers of e-marketing adoption. The
analysis present marketers with strategies to amplify Internet technological adoption. It further provides insight for SME owners
that may potentially influence the implementation of intervention strategies that support e-marketing adoption. A study on the
potential influence of e-marketing on firm performance in emerging economies is a worthy area for future research.

Keywords: E-marketing, SMEs, drivers, adoption, factor analysis, ease of use.

1. Introduction

With the advent of technology the Internet has come a long way within a very short time as a mainstream business tool
that has transformed business activities (Rashid & Al-Qirim, 2001). The metaphor of “a tidal wave that washes over all
industries and drowns all those who don’t learn to swim in it” has been used repeatedly by marketing practitioners to
describe usage of the Internet as a marketing channel; giving the more reason for Small and Medium Enterprises (SMEs)
to adopt its usage as a marketing avenue (Gay, Charlesworth & Esen, 2007).
According to Vuuren and Groenewald (2007) the creation of the SME sector plays an important role towards
contributing to the economic growth of an economy and averting the low gross national product, high unemployment and
levels of poverty in countries. In line with the August report from the Parliamentary Monitoring Group (Republic of South
Africa, 2009), economies can benefit from the build-up of efficient SMEs which is in sync with government’s plans to
create about half a million jobs for South Africans by the end of the year, 2009. In this regard, adoption of Internet
marketing strategies has the potential to contribute to the exponential growth of the SME sector. However, despite its
potential as a marketing tool, actual use of e-marketing has not met with expectations (Elliot & Boshoff, 2007).
Electronic marketing (henceforth referred to as e-marketing) is one of the rapidly growing forms of digital marketing
in may developed economies. The E-Marketing Association defines e-marketing as “the use of electronic data and
applications for planning and executing the conception, distribution, promotion and pricing of ideas, goods and services
to create exchanges that satisfy individual and organisational objectives” (Burgess & Bothma, 2007:19). With regard to
larger multi-national organisations, often business operations are internationalised; with pre-order and post-order
processing occurring over the Internet platform in order to expedite transaction processing (Awa, Nwibere & Inyang,

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2010). In addition, customer relationships are built and maintained through online activities that facilitate the exchange of
ideas, products and services in order to satisfy the marketing goals of both parties (Gay et al., 2007).
Porter (2001) highlights that marketers are able to identify and satisfy customer needs and preferences through
monitoring website visitations, e-mails, online surveys and chat rooms conducted on the Internet. Awa et al. (2010)
opines that e-marketing presents a virtual marketplace within which firms buy, sell, distribute and provide sales support
for their products and services. Zhao (2005) further posits that business enterprises can also develop custom-made
products and services that meet the precise needs of consumers. This in turn, culminates in high returns for businesses.
The adoption of e-marketing also enables businesses to promote their products and services to the public through
advertisements, banner advertisements, e-mails and mobile phone competitions (Chaffey & Smith, 2005). Furthermore,
businesses are also better able to effectively serve global markets and distribute goods and services to customers
through e-marketing adoption (Harris & Dennis, 2002).
Some authors (Mutula & van Brakel, 2006; Chaston, 2000) postulate that Internet marketing adoption varies widely
among SMEs as the technologies facilitate the enhancement of competitive advantages. In addition, similar opportunities
for enterprises to develop their systems are offered through Internet Marketing. This study reviews the relevant literature
relating to the importance of the SME sector, e-marketing and the drivers of e-marketing adoption.

1.1 The SME sector and its importance

There is no universally acknowledged definition of SMEs as the definitions differ across industry sectors and countries
(Awa et al., 2010). Varied criteria have been employed by authors in an effort to delimit this sector with number of
employees, gross assets, sales turnover and investment level turning out as the most prevalent criterion (Gibson & van
der Vaart, 2008:4). The South African government’s general definition for SME is any business with fewer than 200
employees; where fewer than fifty workers are deemed small and between 50 and 200 medium sized. In addition the
SME has an annual turnover of R5 million and the SME owners are involved directly in the daily management issues
(National Small Business Act 1996 amended 2004). According to the Department of Trade and Industry (DTI, 2005) a
small business is owner managed; registered with local authorities and conducts business activities from fixed
premises. In the current study, the delimitation for medium enterprises shall comprise enterprises that generate between
R8 million and R16 million in gross annual turnover and further constitute between 100 and 200 formal employees
(Cronje, Du Toit & Motlatla, 2004). Similarly, small enterprises are perceived as those enterprises that earn an average of
below R8 million annual turnover and also formally employ between five and 100 persons on a full time basis.
Falkena (2000) points to the fact that SMEs are characterised by a decentralisation of power to a new
management layer (between the SME operator and employees). Thus, SMEs have vast potential of growing into large
businesses, should they receive sufficient capital injections. Current estimates indicate that the Gross Domestic Product
(GDP) distribution amongst the South African SME sector is 51 percent by medium enterprises and 13 percent by small
businesses (Tassiopoulos, 2010). In global economies, SME GDP distribution is over 80 percent (Jutla, Bodorick &
Dhaliwal, 2002), as compared to the 65 percent contribution from their larger counterparts (Cronje et al., 2004). This
sector tends to differ from large enterprises in that they stimulate competition, bring about a diversity of products and
services, have increased flexibility in their internal and external systems and possess hands-on managerial style, which
facilitates faster decision-making (Kendall et al., 2001). Adoption of e-marketing strategies can go a long way in
representing the small business sector in the national economy in order stay ahead and maintain a competitive
advantage (Steyn & Leonard, 2012). However, in South Africa alone, SMEs contribute 37 percent to employment
(Soontiens, 2002; Barry & Milner, 2002). They also provide a variety of goods and services for customers to choose from,
some of which might otherwise not be provided for by large businesses (Jackson, 2004). These business entities act as a
catalyst for economic growth as well as the development of the arts, human resources, manufacturing and sport sectors
(Cronje et al., 2004). Moodley (2002) also reported that SMEs in South Africa are important because of their potential for
job creation and distribution of wealth, resulting in a multiplier effect on the socio-economic activities of a country. They
are breeding incubators for entrepreneurial talent and a testing ground for new products (Chaston, 2000). In this regard
SMEs are agents of change, widely facilitating innovation and competition within various national economies (Barry &
Milner, 2002).

1.2 Drivers of e-marketing adoption

In knowledge economies, high competition among profit-making businesses is of paramount importance in order to

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attract customers. There is also a need to keep pace with contemporary business requirements in ensuring that
marketing’s standing as a business discipline is a principle that is closely upheld by all enterprises. Saffu, Walker and
Hinson (2008) identify the increased use of the Internet for conducting business as one of the most significant trends in
the past decade. This backdrop necessitates that SMEs should integrate Internet-driven marketing principles such as e-
marketing into their mainstream business practices. The drivers of e-marketing adoption are discussed broadly below.
Internet marketing adoption depends on its perceived usefulness (PU) which implies the user’s assessment of the
ability of specific information technology to increase his or her performance at some task or activity (Pearson & Grandon,
2004; Parker & Castleman, 2009). PU is the degree to which a person believes that using a particular system would be
better than alternative systems in enhancing his or her job performance (Davies, Bargozzi & Warshaw, 1989). Lim (2010)
contends that the perceived marketing benefits of Internet technologies are pertinent towards the decisions by SMEs to
accept and implement e-marketing for their business transactions. Internet marketing adoption is also influenced by
perceived ease of use (PEOU) which measures the extent to which an organisation believes that investment in electronic
marketing requires minimum effort (Davies et al., 1989). The complexity of the user interface reduces system evaluation
and lessens the intention to adopt specific Internet technologies (Opia, 2008). Venkatesh (2000) asserts that PEOU has
direct and positive impact on perceived usefulness of e-marketing technology since improvements in technology ease of
use assist in bringing about positive performance and ultimately define PU. Moreover, Awa et al. (2010) underscore that
PU and PEOU will have significant effects on the adoption of Internet technology by SMEs. Rogers (1995) defines
technology compatibility as the degree to which the Internet is consistent with the experience, values and needs of the
adopter. Organisations will adopt technologies that are attuned to their line of business but such technologies have to
offer relative advantages (Rashid & Al-Qirim, 2001). Avid early Internet technology adopters have been noted particularly
in the business consultancy services and higher educational institutions (Awa et al., 2010), retail sector, financial
services, airliners and hotels (Fillis, Johannson & Wagner, 2004). Moreover, firms with a greater reliance on media such
as television, catalogues, billboards and mobile phones are more likely to adopt and use the Internet for marketing
purposes as they already possess a higher level of technology compatibility (Khan, 2007). A noteworthy determinant of
technology adoption is the owner-manager’s knowledge about Internet marketing. Knowledge could be sourced from the
SME operator’s network of personal contacts (Elliot & Boshoff, 2007; Poon & Swatman, 1997). Ultimately the spill over of
information from users to non-users can positively contribute to the adoption of Internet technologies (Hollenstein, 2004).
According to Triandis (2004:90) “…there is no psychological or technological acceptance process that is not
shaped to some extent by culture”. National culture and organisational culture are a driving force behind the acceptance
and implementation levels of electronic marketing among SMEs (Saffu et al., 2008; Modimogale & Kroeze, 2011).
National culture provides the appropriate setting and social embeddedness of the technological change processes.
Opportunely, positive outcomes have been reported within the South African context with increased government support
mainly through the development of Information Communication Technology (ICT) Infrastructure and the deregulation of
the telecommunications sector (Statistics South Africa 2009). This has made Internet services affordable to many users
(Kyobe, 2011). In addition, the South African Government has proactively set up organisations through the Information
Communication Technology (ICT) Sectoral Education and Training Agency (SETA) as well as the Information Systems,
Electronics and Telecommunications Technologies (ISETT) SETA to try and increase ICT skills base. In addition, the
country has witnessed the extensive development of cyber-infrastructure and mobile technologies (Abrahams &
Goldstuck, 2010). Findings of Dlodlo, Nleya and Adigun (2006) further intimate that the relative absence of supporting
infrastructure for wired services is a contributing factor that has ultimately increased the demand for wireless
applications.
The adoption of e-marketing is also driven by industry type (Poon & Swatman, 1999). In this regard, the public,
education and charity organisations have been identified as being the lowest adopters of Internet technology (Maguire,
Koh & Magrys, 2007). A study conducted by Sparkes and Thomas (2001) also revealed that global adoption of e-
marketing by SMEs has been the slowest in the agricultural sector. These findings contradict earlier research findings of
Teo and Tan (1998) who found that no significant relationship exists between industry sector and adoption of e-
marketing.
SMEs specialising in manufacturing products are less likely to adopt Internet technologies as compared with
knowledge intensive service organisations such as consultancies (Martin & Matlay, 2001; Sadowski, Maitland & Dongen,
2001). Esteves (2009) attribute this trajectory to the fact that a majority of manufacturing SMEs are still in the lower
stages of adoption as these firms perceive very low levels of supply chain benefits from e-business. However, Chan and
Swatman (2000) found that technology intensive industries have reaped the rewards of Internet technology which are yet
to be experienced by traditional marketers. These findings are at variance with Matlay and Addis’ (2003) suggestion that

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there is no association between Internet adoption and technological content of a business environment.
In order to adopt electronic marketing appropriately and also benefit from its usage, SMEs need to be internally
and externally ready (Mutula & van Brakel, 2006). This state of preparedness is termed ‘e-readiness of an SME’ and may
be defined as the ability of a company to successfully adopt, use, and benefit from e-marketing (Fathian, Akhavan &
Hoorali, 2008). Internal readiness can be defined in the context of availability of human staff skills (Stansfield & Grant,
2003; Kohn & Husig, 2006), financial and technological resources (Lee & Cheung, 2004), top management’s enthusiasm
to champion the Internet marketing technology adoption process (Teo & Tan, 1998; Levy & Powell, 2002), compatibility
of the firm’s culture and values with the technology adoption process (Bruque & Moyano, 2007; Saffu et al., 2008).
It is suggested that after the initial e-marketing adoption phase, external readiness plays an essential role upon the
business fully realising the benefits of the technology. The preparedness of customers and business partners to allow an
electronic conduct of marketing activities significantly influences the institutionalisation of the Internet marketing concept
among SMEs (Ghobakhloo, Arias-aranda & Benitez-amado, 2011). National readiness for Internet marketing adoption
and implementation for commercial business also remains a priceless driver. South Africa is currently at 2.78, as
measured on a five-point Likert scale (Uzoka, Shemi & Seleka, 2007), which is greater than the mean of 2.22 for the
African continent with scale ranges from one denoting a state of non-readiness, to five which reflects a state of high
readiness. Therefore, a score of 2.78 is considered to be a moderate or fair degree of e-readiness.

2. Problem Statement

The Internet is the fastest growing technology in the world, taking approximately seven years to reach a 25% market
share from its conception, as opposed to the telephone that took 35 years, and the television which took 26 years (Singh,
2002). Despite the growing consciousness and enthusiasm for electronic marketing, only a few SMEs are exploiting its
substantial benefits (Awa et al., 2010). Moreover, there is scant evidence of long-term strategic development of e-
marketing technologies within SMEs that are already employing the systems especially among less developed countries
(Fillis et al., 2004). In Nigeria, Internet commerce diffusion is rather slow but steady (Awa et al., 2010); underdeveloped in
Botswana (Mutula 2002; Uzoka et al., 2007); showing growth potential in Egypt and Morocco (MiniWatts Marketing
Group, 2011) and generally still needing proper stimulation and re-evaluation among African countries.
In a study undertaken by Zaayman (2003), however, only 17 percent of the SMEs in South Africa believe that
electronic business transactions are critical to their operations. From current users, considerable variations still exist in
their adoption of e-marketing. Some owners of very small businesses may adopt e-marketing as a means of defending
their autonomy in business and thus adopt the technologies in a casual and ad hoc manner (Gilmore, Gallagher & Henry,
2007). This is the current scenario despite ample evidence to suggest that e-marketing can facilitate improved business
practices particularly within the SME fraternity (Modimogale & Kroeze, 2011; Mora-Monge, Azadegan and Gonzalez
2010; Whiteley, 2000).
The advent of Internet marketing offers SMEs a new frontier of opportunities and challenges. An understanding of
the drivers that influence the adoption of e-marketing can allow small and medium firms to create solutions and plans to
attract consumers to their products and services, thus enabling them to gain a greater representation in the global
industry market (Ghobakhloo et al., 2011). In South Africa, little is known and understood about the acceptance and
implementation of e-marketing. This is because e-marketing adoption among SMEs is still in its infancy stages and its
acceptance and use by firms is still limited (Saffu et al., 2008).
To date, limited research has been conducted on the drivers of e-marketing adoption. Currently, there is no
international database that provides information on the use of ICTs in small and medium enterprises in developing
countries (United Nations, 2004). This study contributes to our understanding of the reasons behind e-marketing drivers
among SMEs in an African country context.

3. Purpose of the Study

The purpose of this study is to establish the drivers of e-marketing adoption by SMEs in South Africa. The study follows
the adoption research conventions such as those promulgated in the studies of Fillis et al. (2004); Uzoka et al. (2007)
and Modimogale and Kroeze (2011) which intended to provide explanations as to why particular adoption behaviour may
be observed at organisational level.

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4. Research Design and Methodology

Primary data was collected using a quantitative research technique with the use of a structured questionnaire.The
rationale for selecting a quantitative study was that it is cost effective and easier to administer compared to a qualitative
approach (Malhotra, 2010). In addition, quantitative studies possess the rigor and coherence that is necessary for
addressing the dimensions and internal consistency that underpin the adoption of e-marketing by SMEs.

4.1 Population and the sample

The target population was restricted to Managers, SME owners, IT specialists and Heads of Marketing Departments
within SMEs operating in the Vaal Triangle region of South Africa. According to Companies and Intellectual Property
Registering Office (CIPRO) there are 36 000 SMEs in Gauteng province. More precisely, possible enterprises were
identified from three databases namely; the Gauteng Enterprise Propeller (GEP), the Vaal Triangle business directory as
well as 3 Vaal district municipality records as these sources provides more specific SME data on the Southern Gauteng
region. A list of possible enterprises was drawn and common names were removed until a random sample of 515 SME
organisations was established and contacted to participate in the survey. Only 168 organisations voluntarily agreed to
provide information for the study and therefore, were allowed to participate in the survey. Some enterprises were not
willing to voluntarily co-operate were excluded from the study. Twenty questionnaires were incomplete questionnaires
and were discarded. A total of 123 complete questionnaires were finally used for analysis.

4.2 Instrumentation and data collection

In order to achieve the objectives of the current study, a comprehensive literature review was conducted on the
underlying determinants of Internet marketing adoption among businesses. This theoretical review culminated into the
design of a self-administered questionnaire based on the adapted technology adoption scales used by Davies et al.
(1989) and Chau (1996). These scales were further validated within the context of e-business adoption among firms in
the studies of Pearson and Grandon (2004); Beheshti and Sangari (2007) and Parker and Castleman (2009). The
questionnaire was divided into three sections, namely; A, B, and C. Section A of the questionnaire primarily obtained
demographic information from the respondents. Section B of the questionnaire solicited information on the profile specific
attributes of the responding businesses. Section C requested information on the drivers of Internet marketing adoption by
SMEs. The items in section C were scored on a 7-point Likert scale which ranged from 1 (strongly disagree) to 7
(strongly agree). An accompanying cover letter was attached to the questionnaire to highlight the purpose of the study.
Pre-testing was conducted with a convenient sample of five academics in marketing and IT fields in order to ensure that
the questionnaire met expectations in providing accurate information, usage of appropriate wording, questioning
sequence and to assess the extent to which respondents understood the questions clearly. The pretest also served to
determine the anticipated questionnaire completion time. Based on feedback from the pretest, minor revisions were
made to the questionnaire and a pilot study was conducted with 20 SMEs (10 small and 10 medium enterprises). This
technique was used as an indispensable aid for developing the final questionnaire.
The principal researcher selected and trained three fieldworkers who assisted in the administration of
questionnaires. These students were screened and selected from a Marketing Research 4 class from a university. They
were trained on various aspects of questionnaire fieldwork administration.
During the questionnaire administration phase, various ethical considerations such as the participants’ right to
anonymity, confidentiality, privacy or non-participation and informed consent were adhered to.

5. Results

The results are described taking into account the composition of the sample in terms of small and medium enterprises
followed by a descriptive analysis of the variables relating to the drivers of e-marketing adoption. Thereafter, the factor
analytical procedure and extraction of factors is described. ,

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Table 1: Descriptive statistics, communalities and construct reliability

Co n s t r u c t Me a n S t a n d a r d D e v i a t i o n C o m m u n a l i t i e s
Perceived ease of use (PEOU)
Ease of use 3.50 1.544 .685
Flexibility of use 4.13 1.498 .894
Understandability 4.28 1.450 .777
Top management is very enthusiastic 4.56 1.174 .552
External Pressure and mission
Competitors’ are pressuring us 5.55 .985 .781
The industry sector is pressuring us 5.67 .864 .593
E-marketing is consistent with our organisation’s goals 5.69 .888 .661
E-marketing is consistent with our organisation’s values 5.40 1.092 .758
Job performance
Improved job performance 5.85 .947 .778
Improved productivity 5.68 .986 .816
Improved job effectiveness 5.53 .908 .690
Resource availability
Technological resources to adopt e-marketing 3.48 1.133 .860
Adequate staff skills to adopt e-marketing 3.38 1.177 .807
Compatibility
E-marketing is consistent with our organisation’s culture 4.54 1.339 .795
E-marketing is consistent with our organisation’s 3.89 1.307 .758
technology infrastructure

Table 1 depicts the mean scores of the drivers of e-marketing adoption which reflect on the location of responses on a
seven-point Likert scale. The dispersion of the scores revealed high means ranging between 5.40 and 5.85 on the
external pressure and performance dimensions. This indicates that the respondents were in agreement that these
dimensions as measured by external pressure to adopt from competitors among other stakeholders and the desire to
enhance the performance and productivity of employees on the job; had very high influence upon the SME
owners/managers decisions to adopt e-marketing. The two dimensions, namely perceived ease of use and compatibility
revealed mean scores ranging between 3.50 and 4.56 indicating that moderate to high propensity to adopt e-marketing is
propelled by the degree to which SME owners/managers consider the e-marketing tools as being easy to adapt to and
also consistent with company values, culture and requirements of management (Harrison & Waite, 2006). Surprisingly,
there was low to moderate agreement with regard to the availability of financial and technological skills and resources as
a driver in the adoption of e-marketing tools; as depicted by mean scores ranging between 3.38 and 3.48 on this
dimension. The standard deviations ranged between 0.864 and 1.544. Communalities were high ranging between 0.552
and 0.894 which indicated high levels of association among the scale items thus ‘acceptable fit’ with the constructs.

5.1 The sample composition

115 businesses (93%) were classified within the small sector and only 8 firms (7%) qualified for classification as medium
enterprises based on number of employees and annual turnover (See Table 2).

Table 2: Sample composition

Nu m b er o f em p l o y e es
En t er p r i s e s i ze A n n u al t u r n o v er (Ran d s ) Co u n t (n ) %
(em p l o y ed f u l l -t i m e)
Small Between 5 and100 Less than 8 Million 115 93
Medium Greater than 100 but less than 200 Between8 Million and 16 Million 8 7
TOTAL 123 100

Of the 123 businesses that were included in the survey, 77 respondents (63%) were males and 46 respondents were
females (37%). The largest category of respondents was between 40 to 49 years which comprised 39 percent of the
sample (n=48). This was followed by the 30 to 39 years age group which was represented by 34% of the sample (n=42).
Furthermore, 15 percent of the respondents were under 30 years of age (n= 18), whereas 12 percent of the sample

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(n=15) were 50 years and older. Seven out of ten standard industry classification (SIC) sectors were represented in the
sample.
The industry representation of the sample is reported in Figure 1 with a majority of responding businesses
clustered the community, social and personal services which constituted 32 respondents (26%). This sector comprises
mostly hairdressing, medical care as well as recreational services. The wholesale, retail, clothing, hotel and restaurant
business sector comprised 21 respondents (17%) followed by the manufacturing and financial services sectors each
constituting 18 respondents (15%). The transport, storage and communication sector comprised 14 respondents (11%)
of the sample.

Figure 1: Industry representation of sample

35% 32%
30%
25% 21%
20%
18% 18%
14%
15% 10% 10%
10%
5%
0%
Agriculture, hunting, Manufacturing Construction Wholesale and Transport, storage & Financial Community, social,
forestry & fishing retail, clothing, communication intermediaries personal & other
hotels & restaurants activities

5.2 Factor analysis of e-marketing adoption drivers

The main emphasis of this procedure was to establish the drivers that are pertinent in encouraging SMEs to adopt e-
marketing. A principal components factor analysis with Kaiser Normalisation was conducted on the twenty-item scale to
develop a set of factors that can be classified as drivers of Internet marketing adoption among SMEs.
The appropriateness of factorability on the data set was formally determined using the Kaiser-Meyer-Olkin (KMO)
test as well as Bartlett’s test of Sphericity. The approximate chi-square was 941.123 with 105 degrees of freedom,
significant at p<0.0000. The KMO value was 0.619 rendered the data suitable for factor analysis (Malhotra, 2010).
The percentage of variance analysis, scree plot and the eigenvalue criterion (>1) provided primary evidence that
five factors could best explain the drivers of e-marketing adoption. The total variance explained by the factors was 74.7%
which according to Malhotra (2010) is satisfactory.
Exploratory factor analysis was performed with Varimax rotation in order to examine low factor loadings, multiple
factor loadings and unstable item-total correlations (Malhotra, 2010). The rotated item reduction procedure revealed a
clearer factor structure with loadings ranging from 0.601 to 0.933. This is consistent with the guidelines of Uzoka et al.
(2007) and Hair et al. (1992) who maintain that loadings of ±0.30 = minimum levels; ±0.40 = important levels and ±0.50
and greater are considered more important. The total percentage of variance, eigen value criterion (>1), scree plot and
interpretability of factors resulted in a five factor structure with fifteen variables. The final factors structure and the
psychometric properties of the scale are reported in Table 3.

Table 3: Rotated factor-loading matrix: e-marketing adoption drivers and psychometric properties of the scale

Factor 1 Factor 2 Factor 3 Factor 4

Factor 5 Item-Total
Scale Item Perceived Ease External Pressure Job Resource
Compatibility Correlation
Of Use And Mission Performance Availability
Technological resources to adopt e-
.118 .089 .005 .915 .104 .722
marketing
Adequate staff skills to adopt e-
.081 .016 .040 .874 .184 .722
marketing
Ease of use .785 .099 .013 .035 .241 .663
Flexibility of use .933 .043 .123 .108 .287 .848
Understandability .867 .048 .081 .021 .128 .712
Competitors’ are pressuring us .011 .873 .069 .047 .109 .633
The industry sector is pressuring us .339 .601 .223 .239 .102 .399

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Top management is very

.670 .066 .002 .267 .166 .547
enthusiastic
E-marketing is consistent with our
.265 .707 .057 .141 .259 .631
organisation’s goals
E-marketing is consistent with our
.114 .737 .028 .245 .377 .566
organisation’s values
E-marketing is consistent with our
.073 .420 .008 .022 .783 .532
organisation’s culture
E-marketing is consistent with our
organisation’s technology .198 -.109 .145 .209 .801 .532
infrastructure
Improved job performance .085 .156 .839 .189 -.077 .593
Increased productivity .116 -.105 .875 .065 .145 .691
Increased job effectiveness -.147 .231 .753 .197 .099 .592
Eigen values 3.47 2.83 2.12 1.58 1.18
Percentage of variance 23.16 18.91 14.13 10.55 7.91 Overall
Cumulative percentage of variance 23.16 42.08 56.21 66.77 74.69 Cronbach Į
Reliability of each factor (Cronbach 0.789
0.850 0.755 0.785 0.838 0.694
alpha value)
Extraction Method: Principal Component Analysis. Rotation Method: Varimax with Kaiser Normalization. Loadings of 0.50 and more
were considered significant.

6. Discussion

Factor one comprised four variables and was labelled perceived ease of use (PEOU). It accounted for 23.2 percent of
the variance with an eigen value of 3.47. This factor combines the readiness of the firm in terms of top management
enthusiasm or attitude towards change (Rogers, 1995) with Internet technology acceptance. It assumes that SME
operators are willing to utilise e-marketing technologies if they are easy to use, flexible to implement and easy to
understand. This notion is supported by empirical findings of Chau (1996); Clarke (2000) and Venkatesh (2000) who
indicated that PEOU is a proven key determinant of users’ intention to accept IT. Studies of Qingfei, Shaobo and Gang
(2008:258) indicate that behavioural intention is a function of attitude and perceived ease of use. According to the
Technology Acceptance Model (TAM) by Davies et al. (1989) PEOU measures the extent to which an organization
believes that using a particular technology attracts mental effortlessness (Awa et al., 2010). Thus, PEOU emphasises
Internet technology characteristics as being positively correlated with Internet marketing technology adoption (Harrison &
Waite, 2006).
The second factor accounted for 18.9 percent of the variance and reflected an eigen value of 2.83. This factor was
labelled external pressure and mission. Factor 2 had four items loading onto it and these variables relates to the
demands placed by suppliers, competitors and government which has an influence on an organisation’s decision to
adopt e-marketing. Mehrtens, Cragg and Miller (2001) affirm that before SMEs commence with the marketing their
products and services online, they must be aware that their primary stakeholders, including suppliers, and key industry
players are also supportive of the move. Moreover, influence of key players in the SMEs external technological
environment such as government, competitors as well as a firm’s trading partners gives SMEs sufficient impetus to get
involved in Internet marketing practises (Bruque & Moyano, 2007; Awa et al., 2010). In addition, this factor emphasises
the view that a firm’s strategy plays a pivotal role in e-marketing adoption (Bakos & Treacy, 1986). The mission of an
organisation; as defined by definitive statements about the firm’s philosophy, character, identity, direction, goals and
business strategy, significantly determine the possibility of adopting e-marketing (Martin, 2005; Federici, 2009).
Factor three was labelled job performance and it constitutes 14.1 percent of the variance and the eigen value for
the factor was 2.12. This factor incorporates the extent to which the adoption of e-marketing technology can be expected
to yield results regarding the productivity and effectiveness of employees. Reimenschneider, Harrison and Mykytyn
(2003) established that SMEs make decisions to adopt Internet technologies based on the positive and negative
consequences that could potentially result in the manner in which business is conducted. Chaston and Mangles (2003)
validate these findings by asserting that the performance of managers is enhanced as their efforts are directed towards
sustaining profitable customer relationships using electronic marketing strategies. Findings by Quayle (2002) also

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suggest that employee interest and productivity is a significant driver of e-marketing adoption by SMEs.
Factor four, labelled resource availability accounted for 10.6 percent of the total variance with an eigen value of
1.58. It constitutes of two item loadings that describe the availability of staff skills and technology infrastructure that may
drive the adoption of e-marketing technologies within SMEs. These findings are in keeping with Mehrtens et al. (2001)
and Shiau, Hsu and Wang (2009) who emphasised that financial resources, time and commitment of staff members are
essential elements for facilitating an enabling environment for SMEs to adopt e-marketing strategies. Furthermore,
Stansfield and Grant (2003) and Ramsey and McCole (2005) assert that organisational readiness to adopt e-marketing
technology is made possible by the availability of financial, time and human (skilled personnel) resources. This can be
inferred to mean that supportive conditions should be created through availing sufficient resources in order for electronic
marketing and such related innovations, to triumph (Awa et al., 2010).
Factor five was labelled compatibility and this factor accounted for 7.9 percent of the total variance with an eigen
value of 1.18. The items loading onto this factor relate to the organisational culture and the organisation’s technology
infrastructure to handle e-marketing strategies. These findings are congruent with studies of Bruque and Moyano (2007)
who asserts that culture and its dynamics of flexibility, communication, measure of risk taking and attitude towards
technology; are all important determinants of e-marketing adoption among SMEs. In this regard, SME environments with
flexible and protagonist technology champions are a favourable driver of e-marketing adoption.
One way analysis of variance (ANOVA) was computed to establish whether there were any significant differences
in terms of the variability between the identified factors and the age groups of the SME owners/managers. Respondents
were divided into four age groups (Group 1= under 30 years; group 2= 30-39 years; group 3=40-49 years; group 4= 50
years and over). The ANOVA results in Table 4 indicate that there were significant difference (p<0.05) with regard to
ease of use of e-marketing (p=0.03; F=4.837) for the four age groups. These findings concur with Goldstuck (2009) who
affirms that nearly 80% of South Africa’s SMEs perceive ease of use is an important criterion for adopting Internet
technology for business activities. The other four factors (External pressure and mission; job performance, resource
availability and compatibility) shown no significant differences with the various age categories (p>0.05).

Table 4: One way analysis of variance (ANOVA) – Age and Drivers of e-marketing adoption

Fac t o r Tes t Su m Of Sq u ar e s Df Mean Sq u ar e F Si g

Between Groups 19.893 3 6.631 4.837 .003*
Perceived ease of use Within Groups 163.144 119 1.371
Total 183.037 122
Between Groups .219 3 .073 .134 .940
External Pressure and Mission Within Groups 64.821 119 .545
Total 65.040 122
Between Groups 2.535 3 .845 1.357 .259
Job performance Within Groups 74.074 119 .622
Total 76.609 122
Between Groups 5.891 3 1.964 1.740 .162
Resource availability Within Groups 134.272 119 1.128
Total 140.163 122
Between Groups 6.643 3 2.214 1.680 .175
Compatibility Within Groups 156.861 119 1.318
Total 163.504 122
* Significant at 0.05 level

Post-hoc multiple comparisons were undertaken to establish which age groups varied in terms of the ease of use of e-
marketing. The post-hoc multiple comparisons are reported in Table 5. No differences were found between the age group
1(under 30 years) and age group 2 (30-39 years) and factor 1 (ease of use) of e-marketing tools. However, those
respondents that were between the age group 40-49 years (mean=3.79) and 50 years and over (mean=3.63) differed
from their counterparts that were in the age group, under 30 years in terms of the ease of use of e-marketing tools.
These findings are consistent with Beheshti and Sangari (2007) who contend that inertia and resistance to Internet
technology change is highest among older SME managers and owners. It therefore seems that younger
owners/managers of SMEs are more prone to adopt e-marketing tools compared to their older counterparts. This
suggests that younger managers value Internet marketing practises and possess a “higher propensity to integrate e-

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marketing within their business practises” (Pearson & Grandon, 2004:200). These findings are in contradiction with the
study of Reimenschneider et al. (2003) that purports that SME adoption decisions are purely process-based (only based
on resource control and societal expectations) and individual executive characteristics have no unique effect.

Table 5: Multiple comparisons-Age and ease of use

Dep en d en t Var i ab l e A g e o f r es p o n d en t s Mean Di f f er en c e (I-J ) St d . E r r o r Si g .

Fac t o r 2 (30-39 years) (Mean=4.35) .46230 .32986 .501
1 (under 30 years)
Per c ei v ed eas e 3 (40-49 years) (Mean=3.79) 1.02778* .32361 .010*
(Mean= 4.81)
of use 4 (50 years and over) (Mean=3.63) 1.18611* .40934 .023*
* Significant at 0.05 level

7. Reliability and Validity of the Study

The psychometric property of the scale as measured by coefficient alpha (0.789) reflects an acceptable degree of
cohesiveness among scale items and provides an indication of the extent to which a set of items are interrelated and
internally consistent with each other. According to Nunnally (1978), Cronbach alpha coefficients of less than 0.50 are
deemed unacceptable and those between 0.50 and 0.69 are regarded as adequate whereas those over 0.70 are
acceptable. The reliability values for all the five dimensions ranged between 0.694 to 0.850 (table 3) and these were
considered sufficient to conclude that the extracted dimensions are reliable and appropriate to allow for inclusion into the
current study.
Content validity refers to items used to measure a construct are conceptually consistent with the definition of a
variable (Scheepers, Bloom & Hough, 2008). To ascertain content validity the instrument was refined during the pre-
testing stage where a review of the questionnaire was undertaken by five academics after which several changes were
made. During this process the researchers were able to ascertain the level of understanding of the concepts proposed in
the questionnaire, primarily through feedback received from respondents. During this process superfluous items were
removed and wordings of questions edited to suit a South African context. In addition, the questionnaire was pilot-tested
with twenty SMEs to ensure that the variables clearly measured the drivers of e-marketing adoption. Discriminant
validity was further assessed through the multivariate technique of factor analysis procedure. Those items which loaded
on two or more factors (cross-loadings) were deleted. This step of scale purification assists in improving the validity of the
research instrument to more satisfactory levels of discriminant validity i.e. all factors loading on only one factor with no
cross-loadings (Dhurup & Mohamane, 2007).

8. Conclusions and Recommendations for the Study

The findings of this study provide basic support for a five dimensional structure highlighting the drivers of electronic
marketing adoption among SMEs namely; perceived ease of use (PEOU), external pressure and mission, job
performance, resource availability and compatibility. These findings concur with other studies that posit that the adoption
of e-marketing is multi-dimensional and largely depend on the business sector under investigation (Sparkes & Thomas,
2001; Stansfield & Grant, 2003; Kohn & Husig, 2006).
Marketing managers acknowledge that Internet marketing is effective. A systematic implementation of e-marketing
strategies is positively related to the enhanced job performance of SME owner/managers and the overall success of core
business processes (Mora-Monge et al., 2010; Morikawo, 2004) and SMEs who fail to implement these systems are set
to jeopardize the potential returns of their businesses.
Numerous companies have adopted a ‘wait-and-see’ attitude toward the adoption of e-marketing strategies in the
SME industry in South Africa (Cloete, 2006). As soon as successful champions emerge (innovators), many companies
will be able to seriously consider participation. Increasing numbers of SMEs in South Africa are adopting Internet
marketing technology as a means of communication and distribution under competitive pressure from global suppliers
and customers. This underlying determinant is further compounded by the perceived usability of e-marketing tools as
defined by design, flexibility, understandability and ease of use. This is because once potential adopters perceive
technology to be complex then this reduces the chances of it being applied within their business processes. There
remains immense need to encourage increased SME participation in online marketing platforms, through media hype
and advertising campaigns. Such a media drive can go a long way in strengthening the SMEs’ ability to commit financial

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and human resources towards the development of e-marketing and enhancing the e-readiness of SMEs.
SMEs are encouraged to install some social software platforms in order to stimulate digital communities and
collaborations with their trading partners (customers, suppliers, governments). This will aid in creating knowledge sharing
environments and network developments as these go a long way in facilitating social networking, globalisation and
ultimately, firm internationalisation. The ordeals of distance and size are bridges and the smaller firm is better able to
maintain competitive advantage.
Government grants and subsidies may be developed at national level in order to support the development of skills
within the ICT sector in line with the South African Workplace Skills Plan. Furthermore, collaborations with foreign based
organisations may go a long way in accelerating the exposure to the international environment as well as technology
transfer among South African SMEs. Additionally, industrial co-ordination may be forged amongst SMEs, banks and the
government in order to assist small firms with loans and other forms of long-term financing. These measures will help to
broaden the participation of both firms and individuals in Information Technology (IT) usage and this will undoubtedly
reflect positively on the GDP of the country. Moreover, firms will be better able to overcome the barriers of size thus
levelling the playing field between SMEs and their larger counterparts.
In order to enhance the Internet technology readiness of South African SMEs, it is necessary that formal education
and awareness tools be introduced starting from national level in order to avert scant adoption of e-marketing. Adoption
can rarely take off unless companies and individuals are educated about the opportunities offered by Internet related
technologies (Stansfield & Grant, 2003).

9. Limitations and Implications for Future Research

This study adds to the body of knowledge and the growing literature on e-marketing adoption and its drivers. Focus is on
SMEs operating within South Africa, a newly industrialised country hence, there is a possibility that measures of adoption
in developing and newly industrialised nations may vary from those businesses operating in the first world countries. The
limited sample size of 123 respondents used in this study further indicates that caution is needed in the interpretation of
these findings as these results cannot be accepted as completely germane to other provinces in South Africa. The study
was conducted in one region only; the results obtained in other regions within the country may differ.
A combination of quantitative and qualitative research methods is recommended for future research which may
expand to include large enterprises and the effects of national culture and lifestyle as e-marketing drivers. Additionally, a
review of past established models such as TAM (Davies et al., 1989) is warranted in future studies. Cross-country
comparative studies may be undertaken with a view to identify the differences in e-marketing adoption within different
organisational settings. In light of such studies, an appropriate adoption instrument specifically suited for South African
SMEs may be posited. This may be established by both academic and industry experts with a view to establishing the
relevant skills and techniques that may be needed to increase the efficiency of Internet marketing tools.

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